Strategizing in the micro firm: A ‘strategy as practice’ framework

Abstract

It is argued that strategizing provides firms with deep and sustainable sources of competitive advantage. Despite an emerging literature base on the strategic management of the micro firm, there is limited research into strategizing in context. This article investigates the nature of strategizing in the micro firm. A critical review of the literature is conducted, focused on strategy as practice theory. Emerging from this review, the study presents a framework of strategizing in context. Three pillars of strategy as practice theory – practitioners, practices and praxis – are posited as influences on strategizing, with the micro firm environment providing a powerful external influence. Premised on the contextual nature of strategizing, entrepreneurship educators are advised to develop more ‘personalized’ pedagogy. The article contributes to management practice by providing the owner/manager with a framework for the development of strategizing unique to the micro firm. Future research is recommended to empirically evaluate the framework. Theoretically, this article relies on the strategy as practice perspective, and alternative perspectives such as the resource-based view may provide new insights.

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